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Table 2 Overview interviewed experts of ten case study organisations In the second phase, we conducted a number of formal (online) and infor- mal (telephone) interviews. The interviews were semi-structured and based on a protocol that included open questions (see Appendix A) that were designed to contribute to the consistency and reliability of the results (Denzin 2009). In all, 18 in-dept h interviews were conducted with various supp ier representa- tives combining two key roles in each interview, namely, a client representa- tive (partners, directors, senior vice presidents) and AI Subject (SMEs), in ord ees were selec vices towards clients. The interviewees 1-4, 6, 8, 10, 12, 14— and C-level -1 experience, and and 11 are seni with + 10 years ft a ae er to gain insight into day-to-day operations. Al ted based on their involvement in establishing Matter Experts the interview- Al-related ser- 8 have C-level eaderships positions in global leading suppliers and + 20 years of are leading global AI engagements, where the interviews 5, 7, 9 or AI SMEs delivering AI engagements to globa of experience. a ee 2 ee ee ee re rr | ee top tier clients a ce 2

Table 2 Overview interviewed experts of ten case study organisations In the second phase, we conducted a number of formal (online) and infor- mal (telephone) interviews. The interviews were semi-structured and based on a protocol that included open questions (see Appendix A) that were designed to contribute to the consistency and reliability of the results (Denzin 2009). In all, 18 in-dept h interviews were conducted with various supp ier representa- tives combining two key roles in each interview, namely, a client representa- tive (partners, directors, senior vice presidents) and AI Subject (SMEs), in ord ees were selec vices towards clients. The interviewees 1-4, 6, 8, 10, 12, 14— and C-level -1 experience, and and 11 are seni with + 10 years ft a ae er to gain insight into day-to-day operations. Al ted based on their involvement in establishing Matter Experts the interview- Al-related ser- 8 have C-level eaderships positions in global leading suppliers and + 20 years of are leading global AI engagements, where the interviews 5, 7, 9 or AI SMEs delivering AI engagements to globa of experience. a ee 2 ee ee ee re rr | ee top tier clients a ce 2

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Table 1 Overview of relevant IS governance journal publications addressing formal and relational attributes
Table 1 Overview of relevant IS governance journal publications addressing formal and relational attributes
Fig. 1 Governance of Artificial Intelligence outsourcing research framework (interrelations between for- mal and relational governance and psychological contract are based on Lioliou et al. (2014)—Fig. 2, p. 520) As we study AI in the context of outsourcing, the unit of analysis in this research is the supplier side. With our research we want to gain a better understanding on how IS governance for AI is structured. Importantly, IS governance and its embedded attributes (formal governance, relational governance and psychological contracts, as detailed in the Sects. 2.2.1 and 2.2.2) is used as a moderator. The framework (see Fig. 1) is applicable to IS governance in regular supplier relationships. Our frame- work is based on the general IS governance framework of Lioliou et al. (2014)— Fig. 2, p. 520. However, as AI is an emerging and innovative technology, there is additional complexity in IS governance. In this context trust, collaboration and a network perspective require an increased focus (Hoecht and Trott 2006), as well as there is an increased dependency, due to the client specifics of the AI outsourced
Fig. 1 Governance of Artificial Intelligence outsourcing research framework (interrelations between for- mal and relational governance and psychological contract are based on Lioliou et al. (2014)—Fig. 2, p. 520) As we study AI in the context of outsourcing, the unit of analysis in this research is the supplier side. With our research we want to gain a better understanding on how IS governance for AI is structured. Importantly, IS governance and its embedded attributes (formal governance, relational governance and psychological contracts, as detailed in the Sects. 2.2.1 and 2.2.2) is used as a moderator. The framework (see Fig. 1) is applicable to IS governance in regular supplier relationships. Our frame- work is based on the general IS governance framework of Lioliou et al. (2014)— Fig. 2, p. 520. However, as AI is an emerging and innovative technology, there is additional complexity in IS governance. In this context trust, collaboration and a network perspective require an increased focus (Hoecht and Trott 2006), as well as there is an increased dependency, due to the client specifics of the AI outsourced
Table 3 Overview of core statements and findings
Table 3 Overview of core statements and findings
Formal and relational governance of artificial intelligence... Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Com- mons licence, and indicate if changes were made. The images or other third party material in this article are included in the article’s Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licen ses/by/4.0/.
Formal and relational governance of artificial intelligence... Open Access This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Com- mons licence, and indicate if changes were made. The images or other third party material in this article are included in the article’s Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licen ses/by/4.0/.
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BusinessInformation SystemsKnowledge ManagementKnowledge Process Outsourcing
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